The standardized instruments and procedures, which have been established in the automotive industry for the management of development projects, have stayed unchanged during the last twenty five years. Development projects in the automotive electro-mobility are embedded in a highly dynamic environment with shortened development cycle time. Traditional OEMs are challenged through asymmetrical competition by non-automotive global players. These changed conditions make key automotive development project management instruments collapse. As a result vehicles with an increased risk portfolio are delivered to end customers. These risks adversely affect the interests of stake- and shareholders. In the initial step, this thesis analyzes the suitability of standardized automotive instruments, processes and models for application in current development projects in the e-mobility. The analysis is based on representative case studies from live development projects. The case studies illustrate the collapse of a project- and risk management approach based on classical automotive procedures when applied in the automotive e-mobility. After this analysis the theoretical framework for establishing a new model for automotive project- and risk management is discussed. Key elements oft he theoretical framework are: Systems theory, model theory, decision theory, organizational design and generic models for the management of risks and organizations. The new model fuses the principles of the „Leoberner Generic Management Model“ with the COSO ERM framework, which is carried over from the financial economy, to a new model for risk-based project management. Classical automotive development project phases, which are based on hardware maturity, are replaced by risk-based project phases. Risk determination, risk evaluation and risk treatment are based on the strategic and end customer relevant impact of risks associated with product development. Risk determination and the avoidance of risks during inital and early project phases is favoured. The project management instruments de-materialization, substitution and denovation are central elements for the reduction of system-, product-, process and organizational complexity. The reduction of complexity is directly linked to the reduction of the total risk portfolio in the automotive development project. The strategic targets of the new model for risk-based development project management are to increase the value of the organization and to increase its flexibility by full involvement of all stake- and shareholders into the project- and risk management process. For communication and display of risks a balanced risk scorecard is established. From the balanced risk score card, risk-related key performance indicators are generated for each hierarchical and functional group within an organization. The key performance indicators are used for defining risk targets, for risk-based decision making and for tracking the progress of measures taken for risk reduction. Finally key elements of the new model for risk-based development project management are applied in live development projects for automotive lithium ion batteries for the propulsion of electric vehicles. The efectivity and efficiency of the model is demonstrated in selected anonymous case studies.